Protecting the irreplaceable | f-secure.com
Janne JärvinenDirector, External R&D Collaboration & Focus Area Director – Cloud Software program
When Cloud is not enough –Experiences from CloudSoftware Program
Protecting the irreplaceable | www.f-secure.com
Who am I ?
• Janne Järvinen has over 20 years of experience in software engineering and software process improvement.
• Work experience from various positions in software industry from programmer to VP Engineering in small and large software companies.
• PhD in Information processing science from VTT/University of Oulu (2000). Involved in SPICE (ISO15504), ESPRIT(BOOTSTRAP, PROFES) and ITEA (MOOSE, MERLIN, FLEXI, EASI-CLOUDS).
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• F-Secure Company Intro
August 28, 20134
August 28, 20135
F-Secure Locations
28 August 20136
F-Secure - Russian Development CenterKey learnings
• Minimize handovers – Concentrating all thedevelopment of one product family to onelocation brings clear benefits
• Focus on the essential – You can outsource everything except professionalism and passion
• Standardize and centralize everything in your processes – Using the sametechnologies and tools in developmentprocesses minimizes the cost of hassle and re-inventing the wheel
• Use your charm to beat the big boys whenrecruiting – When competing as an unknownlittle player in the recruiting market, find a way to use your small size as an advantage
© F-Secure PublicAugust 28, 20137
F-Secure Locations
28 August 20138
F-Secure - KL Development Center Key learnings
• Going pretty pure scrum-organization:
• Sprints + 5% workshops, getting to understand the minimum viable scope works. These are still kept.
• Scrum masters do not work: too many fellows start to expect spoonfeeding on everything. No more scrum masters, teams responsible for their own work
• Lean improvements:
• Mental thinking to do improvements that cater for wider scope than your own (processes, tools)
• Works well, although too easy to just “fix fast”, needs constant monitoring, results need to be highly visible
• Getting organized
• Giving teams more “area of Freedom” works, 1 (senior) manager able to manage ~25 fellows
© F-Secure PublicAugust 28, 20139
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• F-Secure History in Agile
DiscontinuationGeneral AvailabilityProduct Realization
R1S1 V3 V1V2
ReleaseDevelopment
D1S2
Business and Feasibility
Study
System
Test
Beta
Validation
RC
ValidationReleasingDevelopment Iterations
Screening Validation
D2
Product life-cycle and product realization cycle
DA Dn ...
Product &
Project
Elaboration
Product &
Project
Initiation
Product Life Cycle Management
From Waterfall to Agile at F-Secure
FPRP – F-Secure Product Realization Process
F-LEX
Lean Software Enterprise at F-Secure
© F-Secure PublicAugust 28, 201313
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• Cloud Software Program
The new Finnish Growth by Collaboration
ICT leadership
Cloud Software
Next Media
From Data to Intelligence
Future Internet / IoT
Service program
Device and Interoperability
Data intensive digital services& ICT Enabling the transformationof other industry verticals
DIGILE* programs Goal Business focus and growth
* DIGILE = Finnish Strategic Center for Science, Technology and Innovation
SRA - Possibilities for Collaboration
16
SRA*
Academyproject
Research Applied research Product development
Eureka project Project with China
CompanyprojectCompany
projectCompany
projectCompany
projectCompany
project
Academyproject
Project with USA
Business concept
Business concept
Business concept
Tekes funded program60%/40% rule
*SRA = Strategic Research Agenda
Horizon 2020 project
Horizon 2020 PPP-project
Building the Competitive World-class Software Enterprise in the Cloud
Cloud Business
Lean & Agile Software Enterprise Cloud Technologies
User Experience
Security Sustainability
Succeeding globally in the cloud will require:- Right Business- Right Technologies- Right Organization- Right Timing
Cloud Software Program Consortia
Nokia
Reaktor
Ericsson
Movial
Vaadin
RM5
JAMK University
Program CoordinatorDr. Tua HuomoVTT
AcademicCoordinatorDr. Veikko SeppänenAhtisaari Institute
Focus Area DirectorDr. Janne JärvinenF-Secure
19
Main Achievements so far
Program management • Quarterly incremental
planning and results review & dissemination
• Active participation to Q-reviews (12 reviews so far, 100+ participants per meeting)
Program dissemination•200 publications•2 new international
conferences started - ICSOB, LESS
•Cloud Software Journal started – Communications of Cloud Software
• Major Lean/Agile transformation programs ongoing (e.g. F-Secure, Tieto, Ericsson, EB, EXFO, Nokia)
• Several new cloud service concepts and tools developed e.g.
o Freenest – Platform for agile cloud development
o F-Secure – Content cloud platform and service
o Vaadin – Collaborative SW development
o Owela – Conumers say on cloud services
• New ecosystems being formed, e.g. Ixonos CityOnline, Tieto ApplicationPlatform, F-Secure 3rd party ecosystem
7.3 MEUR savings in H1/2012
Up to 6x faster
delivery
Steeri: Company revenuetripled
already!
20
Main Achievements so far
• Major Lean/Agile transformation programs ongoing (e.g. F-Secure, Tieto, Ericsson, EB, EXFO, Nokia)
• Several new cloud service concepts and tools developed e.g.
o Freenest – Platform for agile cloud development
o F-Secure – Content cloud platform and service
o Vaadin – Collaborative SW development
o Owela – Conumers say on cloud services
• New ecosystems being formed, e.g. CSC Kajaani Datacenter, Ixonos CityOnline, Tieto Application Platform, F-Secure 3rd party ecosystem
Program management • Quarterly incremental
planning and results review & dissemination
• Active participation to Q-reviews (12 reviews so far, 100+ participants per meeting)
Program dissemination•200 publications•2 new international
conferences started - ICSOB, LESS
•Cloud Software Journal started – Communications of Cloud Software
Power of Iterative Planning and Sharing
Jan Feb Mar April May June July August Sep Oct Nov Dec
Q1 Q2 Q3 Q4
March 2013Vuokatti
June 2013Oulu
September 2013Turku
13 Dec 2013Helsinki
Concepts, Demos, etc.
ImpactDeliverablesTechnology, Methods, etc.
Patents, IPRPublications
Working Together –Learning Together
TrueCollaboration
True Sharing
BetterBusiness
BetterCompetitiveness
Energy and environment
(CLEEN)
Built environment (RYM)
What About Exploitation?
• Assets for systemic transformations in Finnish industries and public services• Renewal and accelerated new growth in ICT industry• Digitalization of every industry• Productivity in public services via digitalization
FORGE
Metal products and mechanical
engineering(FIMECC)
Forest industry(FIBIC)
Health and well-being
(SALWE)
Information and communication industry andservices (DIGILE)
Public services
Cloud Software
Next Media
From Data to Intelligence
Future Internet / IoT
Service program
= Category specific service design node
Flo
w o
f re
sult
s
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• Lean Software Enterprise
Lean Transformation – how to get started?
Lead Time (speed)
Amount of Days
Value Throughput (amount)
Flow of Value
Net Promoter Score(quality)
Width of smile
Work In Progress (sunken investment)
The unfinished things
We need to know.
The six Things we teach
Concepts
• Flow
• Value
• Waste
Tools
• A3
• VSM
• RCA
© F-Secure Public2012-02-2027
© F-Secure PublicAugust 28, 201328
Understanding R&D work – Sample Data
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
90 %
100 %
TP45 TP46 TP47 TP48 TP49 TP50 TP51 TP52 TP53 TP54 TP55 TP56 TP57 TP58 TP59 TP60 TP61 TP62 TP63 TP64 TP65 TP66 TP67
Average of Other
Average of Waste
Average of Maintenance
Average of Improvements
Average of Bugs from Beta
Average of Features
August 28, 201329
Example: Value Stream Mapping leading to better Flow
Value Stream Mapping
We collected facts from all stakeholders and learned the big picture about what we actually do as a company when we decide to make software.
One project was used as a case study to reveal the issues we have. Discussion verified the findings also in broader context
© F-Secure PublicAugust 28, 201330
August 28, 201331
ABC3.0
Req.work
ABC3.0 Client
PSI1&2 dev
UX
ConceptingPo Council
3.0 approved
Rescoping 3.0
to 2.3Po Council
2.3 approved
Client, WebUI,
Backend dev
PSG RTM
DecisionPS/Support
Req. added
ABC eu demo
prod upgrade &
fixes
2 Client service
releases, migration
script dev, packaging
rework, customization
Package
validation
Production for
Operator X
Sample Value Stream (case: new UX for ABC3.0)
Activity 6m 2,5m 5m 3w 2dWait 2,3m 2w 1wCumulative 16m
6,5m 1m 2,5m 1,5m 2d
27,5m
2,5 1d 5d 6m
Total 2,5 years Total 3 years
ABC2.3 Kick-
off
ABC3.0
Proj. started
Production for
operator
Fixes, customization,
migration, deployment
X times
1. May 2009 11. March 2010 10. Sep 2010
17. Jul 2011
PPSG
Delay RTM 1m
Client, WebUI,
Backend dev
Client, WebUI,
Backend dev
31. Jan 2011March 2011
9. May 2011 30. Jun 2011
1. Jul 2011
Cost of Delay 460++ kEur
Cost of Delay ?!
19. Oct 2011
© F-Secure PublicAugust 28, 201332
Product Development Portfolio
Businessgoal
Businessgoal
Businessgoal
Businessgoal
Businessgoal
Businessgoal
Businessgoal
Businessgoal
Businessgoal
Decision queue Development queue Delivery queue
Roadmap capacity Development capacity Delivery capacity
Through-put
© F-Secure PublicAugust 28, 201333
A Sample Flow
Reduction of items in queue
Total cumulative number of deliveries: 15
Relatively even number ofItems under development = steady flow and capacity
Development lead timereducing from ~3 monthsto 1-2 months
August 28, 201334
Example: Business Iteration Planning (BIP) to manage big projects
BIP in brief – the context
• Basic, Scrum-based Agile methodology does not cover scaling
• Dean Leffingwell‘s “Agile Release Train” covers multiple layers of abstraction in all key dimensions of the project:
content, timeline and organization.
© F-Secure Public2011-05-0935
Product BacklogProduct Owner 2
Team B
I1 I2 I3 I4
Beta1
BIP
BIP
I5 I6 I7 I8
Beta2
BIP
I9 I10 I11 I12
Release
Epic Feature Story
Reporting Aggregate Reports
As an user I want to see a list of my average spending for each of my budget-lines so that I can get a fast control of my average expenses
Reporting Aggregate Reports
As a end-user I can get a summary report my total spending on a selected set of accounts
Reporting List Report As a end-user I can get a summary report my total spending on a selected set of accounts
Reporting List Report As a end-user I can get a summary report my total spending on a selected set of accounts
Logging ...
Feat
ure
Sto
ryEp
ic Team A
Business Iteration
Product Owner 1
BIP = Business Iteration Planning
Example Project for BIP
• Major new product, significant changes in
• Business model
• Architecture
• Method for Longer-Term Planning, including new backlog tooling
• About 10 teams
• Mostly in Helsinki, some in Kuala Lumpur, later also one in Poland
• Mostly feature teams
• Fairly mature in basic Scrum and Agile engineering practices
• Some experience in multi-team projects but not on this scale
© F-Secure Public2011-05-0936
PMPM
AM
AM
Longer-Term Planning in brief – the event
© F-Secure Public2011-05-0937
Day 2
Status check
Planningteam breakout sessions
Final plan review
Risk review
Confidence vote
Retrospective
Day 1
Introduction
Project setup
Business Vision
Architecture Vision
User experience and UI
Engineering practices
Planning process intro
Planning team breakout sessions
Draft Plan review
Summary of the BIP method
• New method for handling layers of abstraction in all key dimensions
• Business Iteration for steering in mid-term time scale
• Levels of abstraction in the “Value item” hierarchy: epics, features, stories
• Planning for the Business Iteration with the features and stories in a multi-team setting
• Essential to pay attention to quality and the engineering practices like Continuous Integration and Test Automation
• Never sacrifice quality, never
• Every bug found invokes adding a new test case to the Test Automation suite
• No extra hardening outside of sprints, every sprint results in a customer beta
© F-Secure Public2011-05-0939
August 28, 201340
Example: Global Testing Network to get work done together
It took weeks to get TA running…
Back in 2008:
2010: it was days
Now it’s minutes!
Development TEAMS do test automation
Teams develop and ARE RESPONSIBLE for their code,
including test automation code.
Teams receive and SEE THE VALUE of their test automation.
Teams BECOME MORE ENGAGEDin developing their test automation.
© F-SecureAugust 28, 201343
Into the cloud
• Fast self service cloud for everything needed in SW delivery:
• All development
• All testing
• All test automation
• All beta / customer integration
• And all finally production
Protecting the irreplaceable | www.f-secure.com
TestAutomation
ManualTesting
Internet facingtesting
Deliveries
Build Servers
DeveloperVM’s
GTN XTNDEV
XTN EuclyptusBeta
Safe testing cloudF-Secure R&D cloud
© F-SecureAugust 28, 201345
Effects
• Low barrier of entry
• Bye bye to handovers!
• API-happy, pro-automation
• Cost savings
• Time-to-market
Protecting the irreplaceable | www.f-secure.com
• F-Secure Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thin
ICGSE 2013 – Janne Järvinen
Agenda
• The Next Big Thing -> Need for Speed – N4S
N4S - PARADIGM CHANGE
• 28.8.2013
N4S - BREAKTROUGH TARGETS
1) Paradigm Change – Delivering Value in Real-Time
2) Deep Customer Insight - Better Business Hit-rate
3) Mercury Business – Find the New Money
48
Route towards Continuous Deployment is just a start…
Integration level in the Company
Cyc
le t
ime
IID
Iterative and Incremental Development1960->
AgileContinuous DeploymentIn company level, software developed to a high standard and easily packaged and deployed to test environments, resulting in the ability to rapidly, reliably and repeatedly push out enhancements and bug fixes to customers at low risk and with minimal manual overhead 2011->
Fast
Vast
Individuals and interactions over processes and tools.Working software over comprehensive documentation.Customer collaboration over contract negotiation.Responding to change over following a plan.2001->
CI
CD
Continuous IntegrationIn RD, merging all developer workspaces with a shared mainline several times a day. It was first named and proposed as part of extreme programming (XP).1999->
N4S Paradigm Change – Real-time Economy
IID
Agile
Vast
Defining and implementing active and continuous strategy and business models in pursuit of new emergent opportunities. Active portfolio and corporate business strategy management, continuous creation of strategic options, fast decision making.Redefinition of competences and capabilities – how to move to business areas not currently company’s core business.
Mercury Business
Real-time
Real-time Value
Delivery
Provide the technical infrastructure and capabilities to allow organizations to deliver new features and new minimum viable products and services significantly faster
Deep Customer
Insight
Significantly improved business hit-rate by linking deep customer insight to the development.Systematic use of real-time feedback, market trends and behavior, analytics & visualization technologies.Develop a tool-based infrastructure for continuous experimentation and live customer feedback
CI
CD
Fast
Cyc
le t
ime
Integration level in the Company
Way of Working changes towards”Super Cells”
51
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